Respond to (2) Colleagues D1W6

Discussion 1: Reflection and Shared Practice

Working in teams, in general, can be challenging. Because of the global transformation of business, virtual teams have become more common. The success of this type of collaboration is dependent upon not only technology, but on team members’ ability to adopt new ways of thinking and working. In addition, managing intercultural communication may become more profound in this type of environment. An effective virtual team aligns its mission, clarifies team members’ roles, and understands differing communication styles as a means to optimize its virtual workspace.

To prepare for this Discussion:

Review this week’s Learning Resources, especially:

· Quintanilla, K. M., & Wahl, S. T. (2020). Business and professional communication: KEYS for workplace excellence (4th ed.) Thousand Oaks, CA: SAGE Publications.

· Chapter 5, “Getting to Know Your Diverse Workplace”

· Lepsinger, R. (2012). The virtual challenge: It's more than cultural differences. See attachment

· Radovic-Markovic, M., Grozdanic, R., & Markovic, D. (2012). The impact of virtual culture See attachment

TED. (Producer). (2017, October). Rocío Lorenzo: How diversity makes teams more innovative [Video file]. Retrieved from https://www.ted.com/talks/rocio_lorenzo_want_a_more_innovative_company_hire_more_women

Assignment:

Respond to at least two of your peers' postings in one or more of the following ways:

· Share an insight about what you learned from having read your peers’ postings and discuss how and why your peer’s posting resonated with you professionally and personally.

· Offer an example from your experience or observation that validates what your peer discussed.

· Offer specific suggestions that will help your peer build upon his or her own virtual communication.

· Offer further assessment or insight that could impact your peer’s future communications.

· Share how something your peer discussed changed the way you view virtual teams.

· 3 – 4 paragraph response per each colleagues

· No plagiarism

· APA citing

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1st Colleague – Natasha Mills 

Discussion 1 - Week 6

Natasha Mills 

Reflection and Shared Practice

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The Covid-19 pandemic made it almost impossible for any organization to avoid the use of virtual teams to conduct some, if not most, of its operations. It is during this time that the use of video conferencing became paramount, mainly through the widely known Zoom video calls. Whereas I had some experience with virtual teams before the pandemic, these experiences were occasional. This made the shift to a virtual environment feel like starting a new job. As Quintanilla & Wahl posit, such changes come with many emotional ups and downs (Quintanilla & Wahl, 2020).

I can relate to this claim because my shift to a virtual team environment came with feelings of frustration and doubt, among other emotions. These emotions were substantially related to whether or not my team and I would effectively meet company goals within such an environment. As a result, as the leader of the team, I would find myself micro-managing the team members, an approach that has been identified to have its share of disadvantages (Radovic-Markovic et al., 2012). Further, the virtual environment made us spend a lot of time in meetings planning and coordinating, which we would have otherwise spent on the completion of tasks.

The frustration did not only relate to my skepticism in meeting organizational goals. It also stemmed from challenges that the team experienced using web-based collaboration tools, especially during the early stages of the transition. Radovic-Markovic et al. state that it is essential for employees in a virtual work environment to know how and when to use the systems and tools set in place for operational purposes (Radovic-Markovic et al., 2012). This was not the case for all members of my team. Most of them experienced difficulties navigating the organization’s system and the designated web-based collaboration tool, Zoom.

Experiences such as team members not turning off their microphones when not speaking, leading to distractions, or members not knowing how to turn on their cameras were common. Such instances were significantly caused by diversity in the age element that made navigating these systems and tools more technical for some of the team members than others. Further, the occurrences hindered efficient information flow, which, in turn, made it difficult for the team to plan and coordinate effectively. Without effective planning and coordination, completing tasks and realizing company goals were compromised since sharing information in these domains is a necessary precedent to meeting goals (Radovic-Markovic et al., 2012).

The above-mentioned were the most severe challenges that I experienced with virtual teams and web-based collaboration tools. The first strategy that I deployed as the team leader was to conduct a training session on the use of web-based collaboration tools, with a particular focus on Zoom and the company’s online system. Lack of training on how to use virtual tools is one of the leading causes of mishaps and overall frustration among virtual teams (Lyons et al., 2009). Implementing this strategy took time due to Covid-19 restrictions, but eventually, I ensure that every team member knew how to use these platforms.

Another critical strategy that I used was incorporating additional communication tools to increase the efficiency of information sharing, including email, phone calls, and instant messaging. This strategy was the most effective in achieving adaptability, forcing me to agree with Lepsinger that leveraging synchronous tools is one of the actions used by effective virtual team leaders because it increases spontaneous communication (Lepsinger, 2012). Also, the incorporation of this strategy presented a comfortable midpoint that accommodated the diversity of the team members, making it easy to share information and make decisions (Lepsinger, 2012).

Virtual teams lack human behaviors common among non-virtual teams, making them lack a social context (Radovic-Markovic et al., 2012). This was the same experience I had with my virtual team. For example, our interactions were considerably formal and impersonal, which was different from how we interacted in a co-location. The latter was often filled with spontaneous conversations during coffee breaks or lunch, whereas the former was characterized mainly by specific information sharing about tasks and projects. Co-location interactions also had conversations accompanied by noticeable non-verbal cues. With virtual teams, the only visible non-verbal cues were occasional nods, making it hard to know a team member’s actual reactions about a piece of information shared or a decision made. Therefore, I observed an apparent difference between virtual interactions and co-location interactions.

Lepsinger, R. (2012). The virtual challenge: It's more than cultural differences. People and

Strategy, 35(1), 10–11.

Lyons, R., Priest, H. A., Wildman, J. L., Salas, E., & Carnegie, D. (2009). Managing virtual teams:

strategies for team leaders. Ergonomics in Design, 17(1), 8-13.

Quintanilla, K. M., & Wahl, S. T. (2020). Business and professional communication: KEYS for

workplace excellence (4th ed.) Thousand Oaks, CA: SAGE Publications.

Radovic-Markovic, M., Grozdanic, R., & Markovic, D. (2012). The impact of virtual culture on

effective communication in virtual organizations. Metalurgia International, 17(10), 172–175.

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2nd Colleague –

Theresa Jno Baptiste - Bruno 

RE: Discussion 1 - Week 6 Reflection & Shared Practice Original Post

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          With the growth of technology work environments have changed significantly.  The use of emails and teleconferencing allowed for long distance communication. In the business world we have seen that increase especially as economies around the world became intertwined. In health care it is customary to utilize these technologies i.e. emails, telephone conversations and teleconferencing among colleagues, departments and organizations to enhance care delivery. The use of telemedicine has transformed care to remote communities and has provided healthcare providers opportunities for collaboration around the world. None of that however would have prepared us for the explosion of technology in healthcare and the transformation of health organizations into the generalized virtual workplaces they have become due to the COVID-19 pandemic.

Healthcare providers pride themselves on collaboration and communication. Many of the organizations have meeting rooms, boardrooms and hold in-person conferences to foster that face-to face sharing and networking. The COVID-19 pandemic has seen the boardrooms and meeting rooms emptied and conferences cancelled all replaced with computer and telephone screens, Zoom and Microsoft Teams. The usually filled offices are bare vacated by individuals working from home. For example while the directors, managers and frontline staff work in the hospitals, the executive leadership teams, their assistants and even the directors’ assistants all are conducting business from home.  Lepsinger (2012) outlines that one of the characteristics of the virtual work place is the lack of face-to-face communication.   Lepsinger’s work was from 2012; but in our present state we have advance technology that allows for visual conferencing. With Microsoft teams and Zoom you can now see your colleagues during a conversation.   For example a few weeks ago I needed to connect with my colleague who was the interim manager for my portfolio; I called her through Microsoft teams and we were able to have a virtual conversation for about 15 minutes. 

            The literature this week focused on effectiveness in communication and team building within virtual organizations. Radovic-Markovic et al, ( 2012) outlines the features that virtual organizations need to consider as part of their culture. They explain that managers need to trust that members will do their jobs and companies need to foster connectedness. All that remain true, but as we have found with this pandemic, the improvement in technology has made these features easier to accomplish. I work in a multisite organization and email communication is the channel of choice. However what the newer technology such as Microsoft Teams and Zoom has done, they have allowed us to have meetings without having to waste time traveling. While we have seen benefits, there are some challenges such as the non-engaged colleagues. For example with larger group meetings some individuals can be seen checking emails or answering the phones.  Yael Zofi (Lepsinger, 2012) told us that if we do not get to know someone, our natural instinct is to withdraw. Connectedness is essential as Radovic-Markovic et al, ( 2012) points out.  It is very obvious in many of the Zoom or Microsoft Teams meetings that many people are disengaged.  The reality is however, that behaviour is part of the organizational culture. (Quintanilla & Wahl, 2020).

            As much as the technology has transformed organizations especially in the last year and a half, a meeting with individuals sharing and interacting is much more engaging and can be more productive. For example presenting Anthony’s Orchard’s incorporation of social media and having the quarterly meeting in a colocation, would allow for team building and in person information sharing. Quintanilla & Wahl (2020) outlines that we miss the non-verbal messages that is present with face-to-face communication. Organizations thrive on their culture especially if they have a healthy work culture. Being in a colocation allows for practicing and enforcing cultural rituals, (Quintanilla & Wahl, 2020) which allows an organization to thrive.  Connected with organizational culture is organizational diversity. The organization I work with embraces and incorporates diversity as part of its strategic objectives. There is time reserved at our monthly leadership meetings for discussion on inclusion, diversity and antiracism.  The leadership structure models the organizational commitment to diversity. Lorenzo (2017) informs us that although diverse teams require much more effort, they generally have creative and fresher ideas. The organization has made it a priority to embrace diversity.

  

Lepsinger, R. (2012). The Virtual Challenge: It's Mort Than. Perspectives - Counterpoints , 35(1).

Mirjana Rodovic-Markovic, P. R. (2012). The Impact fo Virtual Culture on Effective Communication in Virtual Organizations. XV11(10). 

Wahl, K. M. (2020). Business and Professional Communication Keys for Workplace Excellence (Fourth ed.). Los Angeles, Califonia, USA: SAGE Publications .

 

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